1. Chapter 4 Attitudes, Emotions, and Ethics

2. Learning Outcomes Explain the ABC model of an attitude
Describe how attitudes are formed
Identify sources of job satisfaction and commitment
Distinguish between organizational citizenship and workplace deviance behaviors
Identify the characteristics of the source, target, and message that affect persuasion

3. Learning Outcomes
Discuss the definition and importance of emotions at work
Contrast the effects of individual and organizational influences on ethical behavior
Identify the factors that affect ethical behavior

4. Explain the ABC model of an attitude
Learning Outcome
Explain the ABC model of an attitude

5. Attitude
Psychological tendency expressed by evaluating something with a degree of favor or disfavor
Affect: Emotional component of an attitude
Cognitive dissonance: State of tension produced when an individual experiences conflict between attitudes and behavior

6. Beyond the Book: Bad Attitude
Larry Johnson was a highly accomplished football player for the Kansas City Chiefs – a former number one pick, a two- time Pro Bowl participant, and one of the most productive running backs in 2005 and 2006.
In 2007 and 2008, Johnson had two relatively unproductive, injury-marred seasons. And yet, it was his attitude, not his productivity, that led to his release from the Chiefs. Constant complaints about salary, personal attacks on the coach, slurs against homosexuals, mocking of fans, charges of abusing women—all of these actions ensured that Johnson would no longer be welcome with the Kansas City organization.
There is no doubt that Larry Johnson was a talented and productive running back. In his final college season at Penn State University, he broke the storied 2000 rushing yards mark. In 2005, he had an extraordinary season for the Kansas City Chiefs, rushing for 1750 yards, good for third in the entire league, in just nine games. He followed up in 2006 with 1789 yards and 17 touchdowns, leading the league with 416 rushing attempts. In November 2009, however, this star was unceremoniously dumped by the Chiefs. While a drop in performance during the 2007 and 2008 seasons was certainly a factor, most sportswriters and football officials agree that his attitude played a much bigger role. Whether it was complaining about his contract, making personal attacks against the head coach, or facing charges of abusing women, Johnson repeatedly displayed an antagonistic and confrontational attitude towards the organization and fans. Fan reaction to Johnson was so negative that an online petition to prevent Johnson from becoming the Chiefs all-time leading rusher – for which he needed only 74 more yards – collected over 34,000 signatures.
Sources:

7. Table 4.1 - The ABC Model of an Attitude
Adapted from M. J. Rosenberg and C. I. Hovland, “Cognitive, Affective, and Behavioral Components of Attitude,” in M. J. Rosenberg, C. I. Hovland,
W. J. McGuire, R. P. Abelson, and J. H. Brehm, eds., Attitude Organization and Change (New Haven, Conn.: Yale University Press, 1960). Copyright
1960 Yale University Press. Used with permission.

8. Describe how attitudes are formed
Learning Outcome
Describe how attitudes are formed

9. Two Influences on Attitude Formation
Direct experience - Results in attitudes that are:
Stronger, held more confidently, and more resistant to change
Active in one’s cognitive processes
Social learning: Deriving attitudes from family, peer groups, religious organizations, and culture
Modeling - Individuals acquire attitudes by observing others

10. Learning by Observing a Model
The learner must:
Focus on the model
Retain what was observed
Reproduce the behavior through practice
Be motivate

11. Attitude–Behavior Correspondence Requirements
The more specific the attitude, the stronger is its link to behavior
Attitude specificity
Attitudes that address an issue of self-interest prompt behavior consistent with the expressed attitude
Attitude relevance
The shorter the time between the attitude measurement and observed behavior, the stronger the relationship
Timing of measurement

12. Attitude–Behavior Correspondence Requirements
Self-monitoring affects the consistency between attitudes and behavior is
Personality factors
Social context provides information about acceptable attitudes and behaviors
Social constraints

13. Learning Outcomes
Identify sources of job satisfaction and commitment Distinguish between organizational citizenship and workplace deviance behaviors

14. Job (Dis) Satisfaction
Job satisfaction: Pleasurable or positive emotional state resulting from the appraisal of one’s job
Affected by the job characteristics
Contributing factors
Challenging work, valued rewards, and opportunities for advancement
Competent supervision and supportive coworkers
Job Descriptive Index (JDI)
Measures the specific facets of satisfaction

15. Work Attitudes Organizational citizenship behavior (OCB)
Behavior that is above and beyond the call of duty
Satisfied workers are more likely to engage in OCBs
Leads to lower turnover and higher productivity at the organizational level
Workplace deviance behavior (WDB)
Any voluntary counterproductive behavior that violates organizational norms and adversely affects organizational functioning
Negative events that occur in an organization trigger WDB

16. Organizational Commitment and Job Satisfaction
Strength of an individual’s identification with an organization
Affective commitment
Based on an individual’s desire to remain in an organization
Continuance commitment
Based on the fact that an individual cannot afford to leave
Normative commitment
Based on an individual’s perceived obligation to remain with an organization

17. Learning Outcomes
Identify the characteristics of the source, target, and message that affect persuasion

18. Process of Persuasion
Source
New Attitude
Persuasion
Target

19. Characteristics Source Expertise, trustworthiness, and attractiveness
Target
Level of self-esteem, mood
Message
Approach used and emotional tone of the message

20. Figure 4.2 - The Elaboration Likelihood Model of Persuasion
SOURCE: Adapted from R. E. Petty and J. T. Cacioppo, “The Elaboration Likelihood Model of Persuasion,” in L. Berkowitz, ed., Advances in Experimental Social Psychology, vol. 19 (New York: Academic Press, 1986), 123–205.

21. Discuss the definition and importance of emotions at work
Learning Outcomes
Discuss the definition and importance of emotions at work

22. Emotions and Moods Emotions Moods
Mental states that include feelings, physiological changes, and the inclination to act
Short-lived, intense reactions to an event
Have a specific, known cause
Impact both work attitudes and work behaviors
Classified as positive or negative and made up of various emotions
Last longer than emotions
Do not have a specific cause

23. Emotional Contagion, Emotional Intelligence, and Emotional Labor
Emotions of one person are transferred to another, consciously or unconsciously, through nonverbal channels
Emotional intelligence (EI)
Ability to recognize and manage emotion in oneself and in others
Emotional labor
Work that employees do to control their feelings and expression of emotions in the workplace and is a type of emotion regulation

24. Learning Outcomes
Contrast the effects of individual and organizational influences on ethical behavior

25. Ethical Behavior
Acting in ways consistent with one’s personal values and the commonly held values of the organization and society
Effects
Firms with good reputations attract more job applicants
Firms can experience lower returns and slow sales growth for up to five years as a result of illegal corporate behavior

26. Beyond the Book: No Consequences?
On October 1, 2009 David Letterman announced that he had been having sexual affairs with junior members of his staff.
There appears, however, to be little fallout from the admission.
There has been no sanction or warning from CBS, and Letterman’s ratings are higher than ever.
What began as an extortion attempt ended with a confession of sexual impropriety. On his October show, David Letterman announced that he had recently been a victim of an extortion attempt. An anonymous individual demanded $2 million, with the threat that he knew about awful things that Letterman had done. This prompted Letterman to announce to the TV and studio audience that he had been having sexual affairs with members of his writing and production staff. Though not illegal in a technical sense, these types of relationships are ethically questionable, since they could easily involve sexual coercion, favoritism and discrimination against those who were unwilling. While troubling, Letterman’s admission has had little effect on this career. CBS, the network that carries his show, has not condemned or sanctioned Letterman in any significant way. What is more, Letterman’s ratings are higher than ever; for the first time in 14 years, his show is number one in its time-slot, beating out the Tonight Show with Conan O’Brien.
Can individuals get away with violating ethics? Should Letterman face some organizational punishment? Does his role – essentially, he owns the show – prevent any sort of punishment?
SOURCE:

27. Identify the factors that affect ethical behavior
Learning Outcomes
Identify the factors that affect ethical behavior

28. Ethics and the Individual
Ethical decision making requires following qualities
Competence to identify ethical issues and evaluate the consequences of alternate actions
Self-confidence to seek out different opinions and decide what is right
Willingness to make decisions when there is no unambiguous solution

29. Figure 4.3 - Individual/Organizational Model of Ethical Behavior

30. Values
Enduring beliefs that a specific mode of conduct is personally or socially preferable to an opposite mode of conduct
Instrumental values: Shape acceptable behaviors that can be used to achieve some goal or end state
Terminal values: Influence the goals to be achieved or the end states of existence

31. Work Values
Influence individual’s perceptions of right and wrong on the job
Achievement
Concern for others
Honesty
Fairness

32. Cultural Differences in Values
Collectivist cultures
Value a person’s contributions to relationships in the work team
Individualist cultures
Value a person’s contribution to task accomplishment

33. Locus of Control Internal
Belief in personal control and personal responsibility
Resistant to social pressure
External - Belief in control by outside forces
Fate, chance, other people

34. Machiavellianism
Personality characteristic involving one’s willingness to do whatever it takes to get one’s own way
High-Machs
Low-Machs
Deceitful and have a cynical view of human nature
Do not care for conventional notions of right and wrong
Skilled manipulators
Value loyalty and relationships
Less willing to manipulate others for personal gain
Are concerned with others’ opinions

35. Cognitive Moral Development
Process of moving through stages of maturity with regard to making ethical decisions
With each successive stage, individuals become:
Less dependent on other people’s opinions of right and wrong
Less self-centered

36. Figure 4.4 - Kohlberg’s Stages of Cognitive Moral Development

37. Beyond the Book: Where Does Kiva Money Go?
Kiva is an organization that promises individuals that they will be able to make micro-loans directly to entrepreneurs in emerging economies.
As discovered by David Roodman, a fellow at the Center for Global Development, people in fact cannot make direct loans through Kiva; there is no person-to-person connection.
Money “lent” through Kiva’s website goes to microlending organizations, and not individual lenders.
At the heart of Kiva’s marketing campaign is the promise that individuals in the US can personally take action in the global fight against poverty. Featuring various entrepreneurs from emerging economies, Kiva’s web site presumably allows people from the US to make a direct loan to finance a business venture in, say, Viet Nam or Afghanistan. Such a personal connection between individuals lies at the heart of the organizational values that Kiva espouses: “Kiva's mission is to connect people through lending for the sake of alleviating poverty. Kiva is the world's first person-to-person micro-lending website, empowering individuals to lend to unique entrepreneurs around the globe.” But as David Roodman discovered, Kiva’s actual practices may not mesh with these values. As Roodman found out, individual lenders do not make direct loans to any of the people features on Kiva’s web site. Instead, their money finances third-party financial institutions. What is more, these institutions charge a high amount of interest, some nearing 40%, while the individual lenders do not receive any interest.
SOURCE:

38. The Emperor’s Club
Does William Hundert describe a specific type of life that one should lead? If so, what are its elements?
Does Sedgewick Bell lead that type of life? At what level of cognitive moral development do you perceive Sedgewick Bell?
What consequences or effects do you predict for Sedgewick Bell because of the way he chooses to live his life?
William Hundert (Kevin Kline), a professor at Saint Benedict’s prep
school, believes in teaching his students about living a principled life and classical literature.
The behavior of a new student, Sedgewick
Bell (Emile Hirsch), causes Hundert to suspect that he leads a less than
principled life. In this scene, set years later, Hundert is a guest at the
estate of Sedgewick Bell (Joel Gretsch).
Ask your students:
1. Does William Hundert describe a specific type of life that one
should lead? If so, what are its elements?
2. Does Sedgewick Bell lead that type of life? Is he committed to any
specific ethics view or theory?
3. What consequences or effects do you predict for Sedgewick Bell
because of the way he chooses to live his life?

39. Mitchell Gold + Bob Williams
Which component of attitudes does HR executive Dan Gauthreaux express when he says, “I think you can learn from any job you do and try to make the best of it”?
How did Kim Clay’s organizational citizenship behavior lead to the creation of a new computer help desk at MG+BW?
What role did management play in fostering Kim Clay’s organizational commitment? In what ways does this commitment benefit the organization?
In many organizations, hidden talents often remain hidden. But at Mitchell Gold + Bob Williams, managers encourage employees to discover their talents and seize new opportunities. While taking stock of human resources, managers recognized Kim Clay’s knack for computers, and they came to her to discuss the creation of a new job position: a computer help desk specialist. Although Clay lacked formal computer training, she was willing to put herself out there and see where the opportunity might lead. Clay’s hard work and desire to develop new skills paid off: today Clay is the head of technology for MG+BW.
Ask your students:
1. Which component of attitudes does HR executive Dan Gauthreaux express when he says, “I think you can learn from any job you do and try to make the best of it”?
2. How did Kim Clay’s organizational citizenship behavior lead to the creation of a new computer help desk at MG+BW?
3. What role did management play in fostering Kim Clay’s organizational commitment? In what ways does this commitment benefit the organization?